Total Project Control in IS Projects: Managing Projects and Portfolios for Maximum Value
Presented by Stephen A. Devaux

Abstract: To say that every project is an investment is to state the obvious -- yet our approach to the metrics and techniques of managing a project bear little resemblance to the way we judge our stock, commodity, or real estate purchases. The traditional project metrics of on schedule and within budget tell us nothing about the success of the investment. What we need to know is:

• Was the project the most profitable one we could have selected?
• What was the opportunity cost in selecting this project?
• Were project decisions made in such a way as to maximize our "project profit"?
• What in fact was our investment's realized value?
• The first two issues are the domain of senior management and the project sponsors -- but the third is the responsibility of the project manager and her team.

Bio: Stephen A. Devaux, PMP, President of Analytic Project Management of Bedford, MA, is creator of the Total Project Control (TPC) methodology, and author of Total Project Control: A Manager’s Guide to Integrated Project Planning, Measuring and Tracking, John Wiley & Sons, May 1999. A former project manager of corporate training, he has spent 15 years training and consulting with Fortune 500 clients in industries ranging from aerospace and pharmaceuticals to software development.

Specific clients include: BAE Systems, Irving Oil, Boston Biomedica, Texas Instruments, Qatar Telecom and Sun Life Financial. He lectures in project management at Brandeis University.

For more information: www.totalprojectcontrol.com, or e-mail amp@totalprojectcontrol.com